The Water Trough

Afraid of Tough Decisions?

Years ago I served as Chairman of a small Chamber of Commerce. We had endured some tough fiscal times but had emerged as a viable entity. But we knew our future was uncertain and following considerable discussion and review we opted to merge with a larger Chamber. Though our tough decisions may have been the best choice for the organization, they were a source of fear and loathing; at least for some.

The old adage, “you can’t please everyone” is constantly reinforced in times of change. We sought to move from a fund-raising model to one of giving back. After all, our mission called for us to serve our community. Some folks outwardly expressed their dissatisfaction; still others just faded away. While the benefits of this decision were numerous, there is no way that everyone could be made whole.

The process reinforced some very important lessons: 1) running a business is not about being popular and 2) tough decisions have to be made. We thrive on support for our decisions and we actively seek outcomes that will satisfy the majority of folks, but it doesn’t always work that way. As leaders we need to incorporate vision in our approach to decision making; decisions based upon popularity are emotion-based and are difficult to sustain and nurture. So what are we supposed to do?

Think Large- even when the decision seems small!
When faced with tough decisions it’s critical that we acquire a broad perspective of the issue. Decisions that seem small in scope often have far-reaching impact. Taking the time to scope out the ramifications of our decisions leads to more effective solutions. This should not be viewed as a means to please everyone but rather a well-balanced way to arrive at the most desirable outcome.

Respect- EARN it!
In business, we make tough decisions all the time. Earning the respect of our employees and colleagues is an on-going task. If we come from a place of integrity, if we genuinely listen and acknowledge, if we embrace the ‘who’ and ‘what’ of those around us, we will earn their respect. Though we cannot make everyone happy all the time, we can foster their ability to appreciate change if we first earn their respect.

Don’t Shy Away from Tough Decisions- Embrace them!
Tough decisions aren’t going away so why not embrace them! When we make tough decisions we plow through a challenge or obstacle that otherwise would have held us back. At the root of every tough decision is an opportunity.

Above All- Remember your mission!
When tough decisions are to be made, keep your mission at the forefront. Decisions, no matter how small, should be aligned with your mission. This sort of continuity breeds sustainability and confidence. In the case of our Chamber we explored a number of options. We simply could not ignore the fundamental reason for our existence; nor could we ignore that staying as we were, we could not meet those expectations.

Faced with our inability to fulfill our mission, we grew confident that our decisions, popular or not were right for our members. Several years later, I can see that we made the right choice.

Is Your Business Ill? Treat the Illness, Not the Symptoms.

Sam has a problem; his customer service staff has dwindled from 3 to 1 and even more alarming, his two latest hires lasted two and three months respectively. Sam is at wits end and he has no idea what to do.

The business world is full of Sam’s; the issues may not be identical but the challenge is the same- he has tried everything he knows to do but the problem remains. If at first you don’t succeed, it’s a good time to go back to square one. There is nothing wrong with persistence but sometimes that try, try again stuff is just a waste of time, that is unless you have a plan. And that plan is a lot easier than you might think.

The first question you must ask: what is the problem? The easiest way to describe the problem is in terms of the presenting conditions (or to use a health term, symptoms). This part is straight forward; just describe what you see. In this case, there are two symptoms- the customer service area is understaffed and staff retention is floundering. For many folks, the process comes to a screeching halt right here. Others have “been there done that” so using their recipe for success you assume that you too will make everything right. Heck, they wrote the books, how could you possibly go wrong? Well, sometimes this approach works, but when the “one size fits all” approach fails, desperation sets in. Don’t despair, read on...

OK, so you know what’s wrong; the next question is why or said another way, what is the cause of these symptoms? The answers may appear obvious but without a thorough investigation the underlying source (root-cause) of the problem cannot be elucidated. Root-cause analysis has been described in abundance and any of a number of resources will suffice to explain how it is done. Regardless of what guidance you use, keep in mind that each situation is unique. Time invested in identifying the root-cause is time well spent. The temptation to resolve the problem quickly should be resisted. If the root-cause is not identified, recurrences and that sense of being at wits end will return. Not exactly the plan of choice I’d say.

Keep Your Business Healthy

When faced with cold symptoms we rely upon OTC remedies and expect to recover within a short time. If the symptoms worsen we rely upon our Doctor to assess the symptoms and arrive at a diagnosis; diagnosis in hand, the prescribed course of treatment cures our ills. A business is very similar to the human body and while the illnesses are not physical they can be just as devastating. Our Doctor can teach us a lot about managing business ills. The best part is we don’t have to go to medical school to do this.

When that common cold leads to a deep, rumbling cough it’s tempting to ask for antibiotics. Not so fast- most upper respiratory infections are the result of viruses. Antibiotics are useless; in fact they may create bigger problems down the road. Without a proper diagnosis, we may actually worsen the condition. It’s called “treating the symptoms” and in business an awful lot of us do just that.

There are times when we believe we know WHAT is wrong and more importantly WHY it is wrong. Corrective action is taken and the problem goes away. However, if it looks like a duck and walks like a duck is it a duck? Yes, except for when it’s not really a duck at all. This is where we take our cues from the medical profession. Here’s a quick step process to “treat” your business ills:

• If you know WHAT is wrong and WHY it is wrong, apply the most efficient and effective remedy (the OTC approach). However, be vigilant- recurrences do happen and when they do, you need to dig further.
• If the OTC approach does not work, invest the time in diagnosis. Root cause analysis, brainstorming, any technique that suits your environment. The key is to dig deep. Yes, this step may be time consuming but it is hardly as disruptive as the same problems recurring again and again.
• Once a diagnosis has been established, research and implement an effective cure. Maybe you have the answers, maybe not; if you need to, reach out for outside help. Remember, the illness remains until the treatment is complete.
• If your diagnosis and treatment is accurate, it’s very likely that recurrences will be rare, but conditions do change. Take steps to identify trends and occurrences that signify a return to the previous state and act before they become a bigger problem.

Take cues from your Doctor- your personal health is very important and so is the health of your business. After all, a healthy business is a successful business.

This is Not Rocket Science

I am pretty certain that Albert Einstein was a genius. He also had a way with words as evidenced by this quote- "The significant problems we have cannot be solved at the same level of thinking with which we created them." I think Einstein was saying something to the effect that it’s hard to see the forest for the trees.

Business folks have long pondered how to resolve nagging problems. Many of these problems are self-inflicted and as a result of our tendency to deny it, they are also self-perpetuating. What can we do to stop this vicious cycle? It’s not rocket science, that’s for sure. In fact I have a couple of ideas.

Investigate

I see it over and over- people trying everything to fix a problem and getting nowhere. They figure if they're not fixing it right now, they're wasting time. If we spent more time getting to the root of our problems we'd be able to fix them properly- the first time. The amount of money, time and effort that could be saved by solving the real problem is staggering.

Eyes Wide Open

Many folks do seek the root cause of their problems, however many of those people employ the blame it on someone else mantra. When seeking the root cause of a problem, all stones must be turned over and that includes the sacred ones. If you want real answers then you have to look everywhere- yes, that includes looking at YOU!

You Are Not Alone

There is a tendency for people in positions of power to assume responsibility for problem-solving. While it's true they have a broader group of stakeholders to serve, it is often those in "the trenches" that have the most valuable insight to share. The process of identifying why things are not working is best not done in a management vacuum. Reach out to the people that know the processes best. 

The Forest and the Trees

I agree with Einstein- if you created the problem you are not going to solve it unless you change the way you look at things. Root cause analysis is one way of focusing on the why and it creates objectivity in the problem resolution process. It also takes discipline and a considerable amount of acceptance; if you are not able or willing to take those steps a fresh set of eyes may be the best answer.

Muddled as we are by our egos, fears and the minutiae that surround a situation, it is sometimes best to bring in an objective third party. I am not advocating the surrender of the resolution process to an external party- rather, the process of identifying precisely what we need to fix.

Problems are a staple of business- whether we create them, acquire them or stumble upon them, we must first know them. Until we know our enemy, are not equipped to deal with them.